SASB: CG-MR-310a.2, CG-MR-330a.1
UN SDGs: 5

At TJX, inclusion and diversity have been an important part of who we are for many years, and we are strongly committed to continuing to build a more inclusive and diverse workplace. A workforce that includes people from a variety of backgrounds and with a diversity of experiences and perspectives can help us to think creatively, remain agile, and be true to our values.

Our inclusion and diversity journey is guided by three global priorities that aim to create an inclusive workplace where all our Associates feel welcome in the Company, valued or their perspectives and contributions, and engaged with our business mission to deliver great value to our customers every day.

Through our global priorities we aim to:

• Increase the representation of diverse Associates along our talent pipeline.

• Equip leaders with the tools to support difference with awareness, fairness, sensitivity, and transparency.

• Empower Associates to integrate inclusive behaviors, language, and practices in how we work together and understand our role and responsibility in inclusion.

Global Priorities:

Increase the Representation of Diverse Associates Along our Talent Pipeline

We continue to work towards increasing representation of diverse Associates along our talent pipeline and are focusing on ways to recruit more diverse talent while also continuing to provide diverse Associates access to development opportunities. Expanding our outreach, internal training, and other tools and resources help to support us in these efforts.

We continue to build on existing and new partnerships as well as expand our outreach to diverse networks. In the U.S., we have worked to increase representation from underrepresented groups in certain areas of the business through professional networks and targeted outreach, attending virtual and in-person career fairs, and looking for transferable skills. These efforts give us the opportunity to widen our talent pool and increase access to potential roles to diverse groups.

We also pursue opportunities to increase minority candidate representation in early career positions, and we are expanding the ways we approach our search for early career professionals. For example, some of our U.S. nonprofit partners include The Posse Foundation, Bottom Line, Girls Who Code, The BASE, United Negro College Fund, Fashion Scholarship Fund, SummerSearch, and Thrive Scholars. We work with these organizations to support events, career development, and recruitment opportunities for underrepresented high school and college students. We have also expanded our outreach to Historically Black Colleges and Universities through additional on-campus events, sponsorships, and career fairs. We believe these connections can help us create a pipeline of future diverse talent with TJX. Learn more about how we’re working to build a more diverse workforce on our Recruitment & Development page.

Associates at TJX have access to an array of development opportunities internally and through external partnerships. TJX’s Global Leadership Curriculum and our Emerging Leaders program are among our robust internal professional development resources. In addition, in Fiscal 2024, U.S. Associate Resource Groups (ARGs), which are Associate-led groups focused on amplifying the voices of Associates through networking, development, and connection, had access to career development workshops. These workshops focused on helping Associates build individual development plans, have conversations with managers, and build relationships with mentors. We also have long-standing partnerships with community-based non-profit organizations—such as The Partnership and Conexión in the U.S.; Business in the Community in Europe; and a third-party leadership academy designed for Black executives and early- to mid-career managers in the U.S. and Canada—to create access to external support or professional development programs for our diverse Associates. We are proud of our culture that prioritizes development and advancement within our organization, as we simultaneously work to build a more diverse pipeline of talent to support our efforts to increase diversity at all levels of our organization.

Equip Leaders with the Tools to Support Difference with Awareness, Fairness, Sensitivity, and Transparency

To support our efforts to continue to further integrate inclusion into our culture and business practices, we recognize that it is important that leaders throughout our organization exemplify and model a culture of inclusion. We continue to equip our leaders with the education and tools needed to better understand and embrace working with those who are different than themselves. By adding a focus on inclusion to our Leadership Competencies and Cultural Factors, we have formalized inclusion as a foundational value that represents who we are as a Company and how we expect our leaders and Associates to show up every day. We have developed tools designed to support leaders across the Company in reflecting on and implementing inclusion-based values and behaviors. In Fiscal 2024, we updated our Leadership Development Toolkit with the goal of helping leaders across the Company deepen their understanding and continue implementation of inclusive values and behaviors. In recent years, we have also enhanced our Global Leadership Curriculum to provide our leaders with tools designed to champion inclusion and encourage, empower, and engage their direct reports.

In addition to providing tools to support their own learning, we are also equipping managers with resources to help them engage in dialogue with their teams. For example, this past year in the U.S., we expanded our Leader Learning series, where leaders are invited to gather monthly for candid conversations on inclusion and diversity topics designed to inform, inspire, and equip them with the confidence to lead inclusively. Some topics discussed since its inception include “Diversity as your Superpower,” “Being Authentic,” “Build Resilience,” “Beware the Four Conversation Traps,” and “What is Feedback.”

Empower Associates to Integrate Inclusive Behaviors, Language, and Practices in How We Work Together and Understand our Role and Responsibility in Inclusion

Inclusion is an ongoing journey, and everyone can play a part. Over the past year, we have been working on integrating inclusion and diversity into our everyday work and daily interactions. One of the ways we do this is through education and storytelling. In addition to our orientation materials focusing on the value we place on inclusion and diversity, as well as a library of inclusion and diversity-related online learning resources available to our Associates, our leaders are encouraged to take the learning tools that have been rolled out globally and integrate them into ongoing discussions with their teams. For example, many leaders are leveraging content and tools specifically developed to support their conversations with teams around topics such as unconscious bias and being authentic.

In Fiscal 2024, we hosted an Inclusion and Diversity Summit to bring together inclusion and diversity champions from across the organization. ARG leads, Inclusion and Diversity Advisory Board members, Inclusion and Diversity Business Committee members, and more came together to connect, educate, and grow. Additionally, in Fiscal 2024, TJX Europe held an Inclusion and Diversity event focused on education, storytelling, and raising awareness. Sessions ranged from information about ARGs and how to get more involved in our communities, to interactive sessions on language and culture and deaf awareness.

To promote awareness and align with best practices, we are also working to continue encouraging candid conversations and Associate feedback. Over the past several years, our inclusion and diversity teams in the U.S., Canada, Europe, and Australia have conducted Associate listening sessions and focus groups to help guide open conversations, solicit input, and grow our collective capacity to be champions of inclusion. Across various functions within the organization, Associates, supported by Human Resources, are setting up committees or engagement groups to help better incorporate inclusion and diversity into our everyday work. This has resulted in new initiatives that we believe support inclusion. For instance, our merchandising and product teams are finding opportunities to use an inclusion and diversity lens on product assortments as appropriate for our opportunistic buying and off-price business model. Additionally, we implemented gender-neutral gifting signage for certain merchandise in some of our stores.

Championing Inclusion

In recent years, we have launched Inclusion and Diversity Advisory Boards in the U.S., Canada, Europe, and Australia. The Advisory Boards allow the opportunity for voices across the organization to be heard and members of these advisory boards include Associates representing a variety of functions, levels, and backgrounds across our stores, distribution and processing centers, and corporate offices. Advisory Board members provide recommendations and feedback to support our continuing inclusion and diversity work and guide us in striving to align our programming with the needs of various Associate populations.

Inclusion is championed within our culture in many ways, one of which is through our Associate Resource Groups (ARGs) in the U.S. and Europe. ARGs are Associate-led groups and important to our efforts to champion inclusivity throughout our workplace. ARGs support the business in a multitude of ways including helping to align with business priorities and inclusion and diversity strategies, offering professional and social support to ARG members, amplifying the voices of our diverse Associates, and promoting diversity awareness in the workplace. Both the U.S. and Europe have a variety of ARGs that collectively include support for Asian and Pacific Islander Associates, Black Associates, Hispanic and Latino/a/x Associates, Associates with disabilities, members of the LGBTQ+ community, members of the U.S. Armed Forces, women, and working parents. In recent years, both the number of ARGs and participation rate have increased. Some of our newest ARGs include ASPIRE (Asian and Pacific Islanders for Representation and Empowerment) and HoLA (Hispanic Latinx Alliance) in the U.S., a wellbeing ARG in Germany, and a women’s ARG in Poland.

Our Diverse Workforce

We believe the diversity of our Associates can help make us a stronger Company and better able to serve our broad base of customers around the world. We are committed to continuing to execute our global inclusion and diversity initiatives with the goal of driving sustainable, organizational change while striving to increase diversity in our talent pipeline.

We are also proud of our culture that prioritizes Associate development and advancement within our organization and are pleased that 41% of Associates in managerial positions around the world have been at the Company for more than 10 years.¹ In the field, we are proud that, as of the end of Fiscal 2024, more than 75% of current U.S. Store Managers were promoted into the Store Manager role from other positions in the Company. As we strive to create a more inclusive and diverse workforce, we recognize the importance of building our talent pipeline with diverse talent and providing current Associates opportunities for growth and development.

Pay Equity

Since 2020, TJX has periodically conducted a pay equity analysis of its U.S. workforce that covers gender and race/ethnicity. In the U.S., based on 2023 data and accounting for job title, geography, and full- or part-time status, we found, on average, no meaningful difference in base pay between Associates based on gender or race/ethnicity at TJX. We intend to continue to monitor our processes and review our data periodically to support our goal of continuing to compensate our Associates equitably based on their skills, qualifications, role, and abilities.